NASCAR Nation Read Online Free Page B
Author: Chris Myers
according to NASCAR rules. A breach of these rules can lead to damaging penalties for the teams. For example, if a driver goes over the maximum pit-road speed, the team can get assessed with a pass-through penalty where the driver will have to visit the pit road on the next lap and drive at the speed limit as precious time slips through their tense fingers.
While all this is happening, there could be dozens of other teams doing the same thing at the same time. In order for pit stops to be successful, their choreography must be flawless. Crew members are handpicked, oftentimes former college athletes, like hockey players or retired pro wrestlers. They leap over walls and race to cars to change oil and tires at record speeds. Every second is priceless.
Pit crews encounter risks as well, facing countless occupational hazards during every race. After beingdriven at full throttle, the carâs tires are hot with friction when it pulls into the stall. The crew has to immediately spring into action. Besides the physical strain that their bodies go through, they have to be worried about possible injuries, which are unlikely because drivers arenât careless. Nevertheless, if they are, the team will be penalized for it. Carelessness can cost a driver the race. Risk in NASCAR isnât synonymous with carelessness. In fact, drivers canât be careless on the track as they weigh each risk against the possible reward in terms of passing, pit strategy, or any other phase of racing. Carelessness can get you, and others, injured. Taking the right risks is the way to victory.
If drivers want to win the race, they need to know when to take risks and why. They have to know when to make the pit stops, what to ask the crew chief, and how to follow up with critical decisions that can make or break a race. Itâs about consistency, intelligence, and knowing when to gamble. Making a pit stop takes valuable time; however, fresh tires can give drivers the extra speed that not only makes up time, but can get them ahead. If the stop isnât made, they may end up blowing out in the last few laps and sacrificing the race. Tony Stewart offered a classic example of intelligent risk near the end of the race at Kansas Speedway during the 2009 Chase for the NASCAR Sprint Cup when he had two tireschanged instead of four, gambling that heâd somehow hold on. He did, and he beat out competitors who changed all four of their tires. Itâs a small distinction, but for Stewart, it made all the difference.
The best NASCAR teams and drivers are mentally and physically equipped to face unexpected obstacles and take necessary risks. With pit crews of trained mechanics and athletes, sharp-minded and confident drivers with strong critical-thinking skills, experienced crew chiefs, and specially engineered cars, NASCAR is an extraordinary display of coordinated talent under pressure. It all may seem like a lot of work to race at high speeds, but the purpose of racing is more than getting to the finish line. Itâs a test of talent and of what people are capable of under pressure. Itâs a show of skill and a story of perseverance, danger, and success. Thatâs why NASCAR drivers are seen as heroes: because they are taking risks in order to push the limits of what we think weâre capable.
It isnât only the guys out on the track who have to take risks â the people in charge have to be open to new risks and challenges as well. A few years ago, Toyota offered its sponsorship to NASCAR. Initially, there was great resistance to the automaker among some of the fans. I acknowledge the importance of supporting American businesses; however, NASCAR stood to succeed economically from the venture. The organization realized the potential and took Toyotaup on its offer. NASCAR realized that what happens on their race tracks is one of the most important factors for their business. Without solid competition, which is what Toyota was bringing
While all this is happening, there could be dozens of other teams doing the same thing at the same time. In order for pit stops to be successful, their choreography must be flawless. Crew members are handpicked, oftentimes former college athletes, like hockey players or retired pro wrestlers. They leap over walls and race to cars to change oil and tires at record speeds. Every second is priceless.
Pit crews encounter risks as well, facing countless occupational hazards during every race. After beingdriven at full throttle, the carâs tires are hot with friction when it pulls into the stall. The crew has to immediately spring into action. Besides the physical strain that their bodies go through, they have to be worried about possible injuries, which are unlikely because drivers arenât careless. Nevertheless, if they are, the team will be penalized for it. Carelessness can cost a driver the race. Risk in NASCAR isnât synonymous with carelessness. In fact, drivers canât be careless on the track as they weigh each risk against the possible reward in terms of passing, pit strategy, or any other phase of racing. Carelessness can get you, and others, injured. Taking the right risks is the way to victory.
If drivers want to win the race, they need to know when to take risks and why. They have to know when to make the pit stops, what to ask the crew chief, and how to follow up with critical decisions that can make or break a race. Itâs about consistency, intelligence, and knowing when to gamble. Making a pit stop takes valuable time; however, fresh tires can give drivers the extra speed that not only makes up time, but can get them ahead. If the stop isnât made, they may end up blowing out in the last few laps and sacrificing the race. Tony Stewart offered a classic example of intelligent risk near the end of the race at Kansas Speedway during the 2009 Chase for the NASCAR Sprint Cup when he had two tireschanged instead of four, gambling that heâd somehow hold on. He did, and he beat out competitors who changed all four of their tires. Itâs a small distinction, but for Stewart, it made all the difference.
The best NASCAR teams and drivers are mentally and physically equipped to face unexpected obstacles and take necessary risks. With pit crews of trained mechanics and athletes, sharp-minded and confident drivers with strong critical-thinking skills, experienced crew chiefs, and specially engineered cars, NASCAR is an extraordinary display of coordinated talent under pressure. It all may seem like a lot of work to race at high speeds, but the purpose of racing is more than getting to the finish line. Itâs a test of talent and of what people are capable of under pressure. Itâs a show of skill and a story of perseverance, danger, and success. Thatâs why NASCAR drivers are seen as heroes: because they are taking risks in order to push the limits of what we think weâre capable.
It isnât only the guys out on the track who have to take risks â the people in charge have to be open to new risks and challenges as well. A few years ago, Toyota offered its sponsorship to NASCAR. Initially, there was great resistance to the automaker among some of the fans. I acknowledge the importance of supporting American businesses; however, NASCAR stood to succeed economically from the venture. The organization realized the potential and took Toyotaup on its offer. NASCAR realized that what happens on their race tracks is one of the most important factors for their business. Without solid competition, which is what Toyota was bringing